M O S E S Metropolitan Organizing Strategy Enabling Strength
| Fiscal year | Revenue | Expenses | Net | Reserve mo. | Staff % |
|---|---|---|---|---|---|
| 2011 | 373,283 | 400,393 | −27,110 | 2.4 | 45% |
| 2012 | 618,843 | 602,635 | 16,208 | 1.9 | 11% |
| 2014 | 683,401 | 643,693 | 39,708 | 3.3 | 41% |
| 2015 | 722,242 | 584,360 | 137,882 | 6.4 | 43% |
| 2017 | 372,906 | 572,242 | −199,336 | 2.9 | 32% |
| 2018 | 639,751 | 590,910 | 48,841 | 3.4 | 46% |
| 2019 | 495,331 | 515,798 | −20,467 | 3.4 | 53% |
| 2020 | 649,136 | 644,212 | 4,924 | 2.8 | 58% |
| 2021 | 542,414 | 481,087 | 61,327 | 5.3 | 60% |
| 2022 | 566,698 | 534,131 | 32,567 | 5.5 | 55% |
| 2023 | 928,008 | 747,121 | 180,887 | 6.9 | 83% |
In its most recent public year (2023), this organization brought in $180,887 more than it spent. Its reserves stood at about 6.9 months of spending, up from 2.4 in 2011. Staff pay was 83% of spending.
Reserve months = net assets ÷ average monthly spending; net assets count everything the organization owns beyond its debts — buildings and donor-restricted funds included, not just cash. Staff pay = salaries, wages, and officer compensation; it excludes benefits and payroll taxes. The IRS releases this data years after the fact — this organization's newest public year is 2023. Years refer to the calendar year in which the organization's fiscal year ended. Short-form filers do not publicly report donor-restricted balances or staffing costs. Source filings
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